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Masco Cabinetry Finance Team Meeting, March 11-12, 2010

Masco Cabinetry Finance Team Meeting, March 11-12, 2010. MBCG Finance and Pricing Team Bob Turco. Discussion Topics. Discussion (FP&A and Pricing Separately) Key Process Overview Organization Chart and Responsibilities Key People Challenges & Opportunities Key Performance Metrics

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Masco Cabinetry Finance Team Meeting, March 11-12, 2010

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  1. Masco Cabinetry Finance Team Meeting, March 11-12, 2010 MBCG Finance and Pricing Team Bob Turco

  2. Discussion Topics • Discussion (FP&A and Pricing Separately) • Key Process Overview • Organization Chart and Responsibilities • Key People • Challenges & Opportunities • Key Performance Metrics • Critical to Quality

  3. FP&A

  4. Key Processes – FP&A • Long Range Plan Coordination • Budgeting • Overall MBCG Coordination • Regions, Market and Branch Budgets (16 branches, 47 markets) • SG&A / Functional (19 areas) • Budget Consolidation • Masco Annual Operating Plan (AOP) • Forecasting, Reporting & Analysis • Masco, BCG, Functional (SG&A), Field / Regional (Area, Branch, Markets), MBP reporting • Decision Support • Data Warehouse and Oracle administration (data accuracy) • Market, Branch and SG&A “Controllership” • Financial Leadership: Regional Controllers are participating and fully engaged members of the Regional Leadership Teams (NC, SE and West) • Budgeting, reporting, financial reviews, forecasting, resource management, decision support and financial controls • Month-end closing focused on revenue, market/branch cost and P&L accuracy • SG&A: work closely with functional areas with significant spend (Marketing, IS)

  5. Organization Chart Bob Turco Director FP&A / Pricing FP&A Team Pricing Team Amber Bishop Financial Analyst Jesse Trumbull Regional Controller North Central Heather McGee Pricing Manager Tara Iott Regional Controller West Craig McGregor Sr. Pricing Analyst C-Tops Steve Clegg Lead Pricing Systems Specialist Scott Chaffee Regional Controller Southeast Laura Petee-Chriscinske Sr. Pricing Analyst Dealer Pricing & Prog. Eric Uram Pricing Systems Spec. (Contract Employee) Annette Armentrout Sr. Fin. Analyst Jessica Heeringa Sr. Pricing Analyst Builder - National, West & NC Melissa Osburn Administrator Megan Beard Pricing Analyst Builder SE & Customer Set-up

  6. Responsibilities – FP&A

  7. Review of Key People – FP&A

  8. Key Challenges and Opportunities – FP&A

  9. Key Performance Metrics – FP&A • Reporting Deadlines • Masco: Forecast, Business Review Letter, S&OP Bridge, close • Standard reporting of monthly financial results at the MBCG, Region/Market/Branch and functional areas • Forecast Accuracy • Green on Masco Balanced Scorecard • LRP and Budget Processes Coordination • Achieve Financial Targets • Regional Controllers aligned to business team revenue and profitability targets • Achieve overall SG&A Budget • Achieve Finance Budget • Major Initiative Decision Support & Target Actions

  10. Key Performance Metrics – FP&A 2010 Key Target Actions • Reporting • Re-align to the changing needs of the integrated business (strategies, structure and goals) • bt2: continue to participate in implementation • Continue to identify root-cause issues and resolution • Implement Oracle Business Intelligence (BI) Financial Analytics • Automated P&L’s (market, branch, channel, etc.) • bt2 (ERP) benefit tracking vs. business case • Execute on benefit tracking process defined in 2009 • Drive benefit realization and accountability

  11. Critical to Quality Requirements for Internal Customers – FP&A • Data warehouse and Oracle data integrity • Sales and cost data • Customer and product attributes • Financial reporting that is consistent with structure and goals for all levels of the organization and support MBP’s • Currently: Field (Markets, Branches, Areas) and Functional • Future: sales and profitability @ channel, customer, product levels • Financial forecasting and resource planning for the branches • Masco requirements

  12. Pricing

  13. Key Processes - Pricing • Pricing Execution • Facilitation of bidding process • Organized by segment (Cabs, Tops), channel (Builder, Dealer/Distributor) and geographically (NC, SE, West) • Pricing Strategy • Price increase recommendation and pricing playbook • Dealer and builder programs and promotions • New product pricing • Existing pricing modification • Initiatives and projects (QBAC, Builder and Dealer Go-to-Market Strategies) • Market and Competitive Information & Analysis (limited due to staffing reductions) • Economic / Industry research and reporting • Competitive intelligence (Cabinets and Countertops) • Mapping / Geodemographics • Pricing Administration • Pricing Audits • Pricing systems maintenance (Oracle, Masterpiece, JDE, Friedman) • Customer set-up: JDE Advanced Pricing, Oracle Advanced Pricing, PR80, territory maintenance • Price books and e-catalogs • Bidding tool development, updating and improvement (“OI”) • Maintaining Pricing Tracker (Bids) • Rebate processing

  14. Organization Chart Bob Turco Director FP&A / Pricing FP&A Team Pricing Team Amber Bishop Financial Analyst Jesse Trumbull Regional Controller North Central Heather McGee Pricing Manager Tara Iott Regional Controller West Craig McGregor Sr. Pricing Analyst C-Tops Steve Clegg Lead Pricing Systems Specialist Scott Chaffee Regional Controller Southeast Laura Petee-Chriscinske Sr. Pricing Analyst Dealer Pricing & Prog. Eric Uram Pricing Systems Spec. (Contract Employee) Annette Armentrout Regional Controller Southeast Jessica Heeringa Sr. Pricing Analyst Builder - National, West & NC Melissa Osburn Administrator Megan Beard Pricing Analyst Builder SE & Customer Set-up

  15. Responsibilities - Pricing

  16. Review of Key People – Pricing

  17. Key Challenges and Opportunities – Pricing

  18. Key Performance Metrics – Pricing • Bid (OI) turnaround time of two business days • Key balanced scorecard metrics • ASP target • Market share target • NPI % of Sales • Achieve Marketing budget • 2010 key initiatives and target actions • Countertop Pricing Process: develop pricing processes, information and tools in continued participation in expansion and growth of business • Consolidation of Quality rebate administration • Merillat April new product launch • QBAC: pricing modifications and pricing systems • Bt2 (ERP) milestones • Attribute-based pricing implementation • “Good-Better-Best” strategy support • MC Integration activities • Marketing Process Clarity Team • Dealer GTM Team • Strategy deployment team (Root) • Boston Consulting Group information and analysis

  19. Critical to Quality for Internal & External Customers - Pricing • Timely bid / OI processing turnaround • Timely Rebate administration • Investigate electronic / online rebate claim system • Timely customer set-up and agreement activities • Pricing notifications and electronic catalogs • Available 60 days in advance of price changes or new product introduction • Pricing systems maintenance and / or set-up • Normal order and invoicing process support • Key initiatives including new product launches, QBAC and price increases

  20. Questions?

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